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MARCH 5 communication practices are perishable -what?s good today isn?t necessarily what?s good tomorrow -what?s good in this situation isn?t necessarily good for the next situation leverage - anything you can do to influence a situation leverage - the actions organizations take to create change -high leverage actions - have delays; takes longer (months, years) to see change -low leverage actions - see immediate results; incremental leverage -changes in organizational cultures are not easy to accomplish; really very difficult (from reading) -know steps from reading! (specifically 4, 5, 10) -the types of mechanisms employed must depend on the life cycle of the organization Five Principles/Conditions for Change 1. survival anxiety (guilt) must be greater than the learning anxiety ways to reduce learning anxiety: (organizations have leverage to reduce anxiety) -increase psychological safety -give people training opportunities -involve workers -provide support groups (change brings grief) -initiate supportive rewards system -positive role models -initiate a discipline system that doesn?t reward resistance to change -implement organizational structures and work practices that are consistent with the new ways of doing things 2. learning anxiety must be reduced rather than increasing survival anxiety 3. the change goal must be defined correctly in terms of the specific problem area you are trying to change 4. new core values can occur if they work better (new behaviors lead to success and satisfaction) 5. the period of unlearning is psychologically painful with culture change which is transformative Barriers that Resist Change -power of the status quo, the bureaucracy -hiring and promotion practices -reward system -peer pressure -negative behaviors (resistance to change can manifest itself in behaviors ranging from open hostility to passive inaction) Key Strategies that Facilitate Change motivate members to change -provide enough data to create guilt or anxiety -provide enough psychological safety unfreezing -clear up the negative myths and create positive myths -expose scandal in mature organizations -remember the 25-50-30 rule (25% are change friendly, 50% need to be persuaded, 30% are resistant) -get resistance out in the open -clearly articulate the changes to be made and wear your commitment on your sleeve = ?walk the talk? -beware of establishment (the 30% is here) -position a strong group of supporters -neutralize resisters who wield power - keep these people away from power/take power away -bring in gunslingers from the outside for key positions and support them -hire mavericks = a change agent cognitive restructuring -allow your actions to create new stories that reflect new changes and targeted core values and beliefs -provide training opportunities -simplify -practice aloyalty - focus on new culture and being loyal to new, not old -position a strong group of supporters -bring in gunslingers from the outside for key positions and support them -hire mavericks refreezing -alter the reward system to support change -allow your actions to create new stories that reflect changes to new core values and beliefs -clearly articulate the changes made and wear your commitment on your sleeve -provide continual training Why do people resist change? -people like the past because it?s familiar -people value control and they control the familiar - change means a lack of control -people want to punish the change friendly -people think change is dangerous and they want to protect the company